- Authored 2 EPRs & 3 awd pkgs for Flt mbrs; garnered recognition on Sq & Gp levels--set Arnn up for success. HELP! She worked extremely long hours and sacrificed her personal time to ensure that every Soldier within the unit had all equipment and uniforms required for the upcoming deployment. Led or assisted in developing numerous crisis action plans, contingency plans, and regional engagement plans. Management is a role; leadership isn't. To contribute examples, please enter them below. It is also easier to apply in a crisis situation, where everyone must know exactly what is required of … Her inclusive management style ensured all section members were knowledgeable on the mission and aware of our progress toward our goals. His determined efforts earned numerous accolades during the IG inspection and produced more than 30 certifications in all watch floor positions. Led workcenter to highest PT average in the unit; raised workcenter average by 40%! - SUCCESSFUL MENTOR. Built effective working relationships internally and externally. Example from a military pilot’s resume: Airman Leadership School (ALS), Community College of the Air Force 2012 . Provides one on one training to soldiers exhibiting difficulty learning Earned the Army Commendation Medal for his Soldier Handbook Performed duties as acting First Sergeant flawlessly However, effective leadership empowered by social intelligence allows our men and women to lead and inspire their followers today and in the future. systems; prior to each mission during Iraq draw down, o volunteered to evaluate 319th ESB's cable section at Fort Bliss in preparation for their deployment to Afghanistan, o always strives to gain knowledge as a leader to become more proficient at being an NCO, o constantly took advantage of all available time to mentor his subordinates on mission essential tasks to develop younger, inexperienced Soldiers, o continually putting together events for his platoon; boosting morale and building cohesion within the platoon and their families thru dinners and other activities, o coached 3 Soldiers in small arms marksmanship after Soldiers failed to qualify; resulted in first time goes on the very next small arms range, o selected as the NCOIC of a 15 member pit crew lane, which inspected over 120 vehicles to 10-20 standard and made ready for ship, o displays a genuine concern for all soldiers, by staying late after drill to help two Soldiers fix maintenance issues on their POV, saving them time and money, o selected as squad leader, a position two ranks above his own and ahead of peers, without any short comings, o pointed out subordinate faults continually resulting in a toxic work environment, o led only when directed to; needed to take initiative for leading Soldiers he is responsible for, o adversely affected the state of readiness by not having personnel and vehicle information ready prior to SP, o incapable of conducting recruiting duties during the majority of the rated period; removed from a position of special trust, o Soldier did not advocate for nor take advantage of any leadership opportunities; actively avoided such challenges, o set one of the worst examples of leadership in the Unit and was generally distrusted by seniors, peers, and subordinates, o negatively affected Unit retention numbers; Soldiers that worked with him often went AWOL or would not reenlist because of his conduct, o NCO was a corrosive leader who undermined Unit discipline, created a toxic work environment, and reduced Unit cohesion and effectiveness, o took advantage of his position as NCOIC to consistently be late for duty, o delegated responsibility for operations to a dishonest NCO who falsified reports to make the detachment appear to accomplish more than they did, o reported false accomplishments to the commander in order to make the det appear to be better than all other detachments, o alienated Soldiers with integrity who pointed out inaccurate reports and claims; discouraged honesty and jeopardized the mission, o forbade communication by subordinates with outside agencies by phone or e-mail, o encouraged Soldiers to take advantage of the government disability program by documenting false or borderline physical ailments, o as Det Chief, forced his captive audience to listen to his personal political views on a daily basis; wasted time and resources and lowered morale and productivity, o set poor example by sexually harrassing visiting female reps from outside agencies. Communication restored efforts toward goals and reached them ahead of schedule. She shifted from Plans to Exercises, immediately streamlining Exercise processeses, improving communication, establishing benchmark SOPs, and positioning the division for greater success. Highly skilled in leadership, communication, and firearms safety and handling. Pages 2 and 3 present the Army Leadership Requirements Model from leadership doctrine (ADP 6-22 and ADRP 6-22) and a short description of the three categories of leadership competencies and three categories of leader attributes. Mature leader. Lance Corporal Lefor demonstrated his maturity at work by always taking charge of his peers and always seeking opportunities to challenge himself and learn more and ultimately become an NCO. We need more Leads examples. Consider green leadership. Army Insists No Live Bullet Fired at Lekki Tollgate Protesters. Magic Bullets Savoy 2020 Love SystemsEvery little thing commenced to make perception and I was no. This document is a supplement to the Center for Army Leadership’s US Army Evaluations Guide. Bullets/Comments for Bullet comments for “FAIL” entries may include the reason(s) for failure and/or note any progress toward meeting physical fitness standards of AR 350–1. MSG Auble took over the detachment and immediately identified and corrected discipline problems; discharged one Soldier, and restored a productive and harmonious work environment. A dynamic leader, spearheaded a $10M renovation project for the AMEDD Center and School Practical Nurse Program. Worked 30 hours during Army Sergeants Association fund raiser and raised over $400 for local charities MSG Reynolds' emphasis on training and operational, administrative, and logistical readiness established him as the leading Operations NCO in the battalion. Developed Soldiers through positive counseling, coaching, and mentoring. - Volunteered for Green Belt trng, 24 out of 72 hours complete; improving problem-solving process for command post ... A related objection could be bullets that exceed standards in character can go in other areas of the NCOER. ; Duty - Fulfill your obligations. He was able to rapidly ascertain malfunctions and troubleshoot problems making essential equipment 100% operational. Insignia''Leadership Award Bullets ArmyWriter com May 4th, 2018 - Leadership Award bullets for the DA 638 and other awards Job Performance Leadership Self Improvement Community Involvement' 'officer fitrep bullets – online navy fitrep and eval They voiced scepticism at the junta's promise at a news conference on Tuesday that there would be a fair election and it would hand over power, even … Army Ordnance Center and Schools. His outstanding performance and unwavering commitment to mission accomplishment reflected great credit upon himself, Charlie Company, 2d Battalion, 124th Infantry Regiment, and the United States Army. SGT Blanks dedication to Apache Troop was made evident during a deployment to the National Training Center, when all his superiors were 'killed' by an OPFOR roadside bomb. Leadership Bullet Examples. This document is only a guide, the purpose is to provoke and stimulate thought, and provide a basis from which your thoughts and comments will grow. His insights improved these key activities and resulted in clearer, timelier, and reliable alerting and coordination with the NGB JOC, State J6 and within the ARNG IMN Team. This fact alone attested to her true commitment and care for her fellow Soldiers. Volunteered to head CFC charity drive for the workcenter; positive role model, bettered conditions for all, Worked 30 hours during Army Sergeants Association fund raiser and raised over $400 for local charities. This gives you the guidance you need to focus on at battle assembly. Ably led USARAF forward deployed element for approximately 7 weeks while working at the African-led International Support Mission in Mali (AFISMA) headquarters. Observant and dedicated; always ready to do the right thing. Oversaw on-the-job training program resulting in seven Soldiers becoming qualified 3 months ahead of schedule. On numerous occasions she was told by leadership to "stop working and go home and get some rest". All the while SGT Blank ensured remaining Soldiers maintained security, conducted first aid, and accurately reported vital information to command on the situation during this mass casualty scenario. It develops the participants’ communication, leadership, and management skills while giving them a broader understanding of the military. SFC Doe went well above and beyond taking care of Soldiers. His supportive supervision built a competent work force with soaring morale and his actions allowed Soldiers to achieve their potential, resulting in two Soldiers being selected for promotion to Staff Sergeant. Leadership is a fundamental duty of all Officers, Warrant Officers and Non-Commissioned Officers; Supported the unit. Confronted irresponsible behavior and convinced actors of its injurious effects; enforced standards and avoided unit personnel issues. Motivated and driven leader. Thanks! Canada recently unveiled a new " green" bullet designed to reduce contamination. Instilled a mission-first attitude and motivated entire unit to do the same. SSG Taylor authored and updated Standard Operating Procedures covering NOSC communications including twice-daily SITREP, Notification Procedures, Communication Task Orders and Network Bulletins. Prevailed over all obstacles and challenges; accepted nothing less than total success. Examples can be posted by using the form below. His ability to take information back to the command and tactfully present the information even when command does not want to hear it, has been a benefit to both the command and the company. His determination toward self-sufficiency not only ensured mission-readiness, but contributed to the overall success of the platoon's mission of producing 100,000 gallons of water daily for soldiers in MND north Iraq. to excel in common Task Skills. With little support, he developed his section of 29 Soldiers into a well-qualified and efficient team. Immersed in the planning and execution of numerous successful fund-raising projects. Leadership Bullets; Training Bullets; Responsibility Bullets; Rater's Comments; Guidance on Army NCOER Bullet Comments. Thanks! His ability to lead from the front and genuine concern for quality troop training demonstrated what an NCO should be and provided an excellent role model. Thanks for your contributions! Demonstrated outstanding leadership skills as team chief and increased productivity by 40%. Caring is the silver bullet of leadership; everything else is technique. SSG Smith's skill and planning played a vital role in the success of the Water Platoon mission. We need more examples. Contact editor@armywriter.com     Disclaimer. The US army has experimented with tungsten bullets, but reverted to lead over health risks. Their attitude toward his military leadership, on the other hand, ran hot and cold. Ensured Military Information Support Team Abuja, Nigeria was always in excellent material condition and ready for sustained effective performace. Get caught up on the Army’s strategies like NCO 2020. They often recognised his talents - far more than they later wanted to … Actively leads AIT soldiers physical development and trains. Consistently gets the best from the best. While still managing his normal duties as S4 NCOIC, SFC John Doe rose to the occasion and effectively coordinated all logistics in OE Panther during the 2010 elections and received approval on the renewed COS Scania Security Contract. Attended AF Operational Network Implementation conference. Management and Leadership: Possesses professional competence to know what to do, fortitude to decide how to do it, and dynamic leadership to inspire others to accomplish it. c Stay up-to-date on the latest developments c Share what you know with the team c Let them know when you don’t know the answer Self Check: Have you updated your team recently? Single-handedly resurrected a demoralized SNCO association and established a "can do" spirit. Standout Leader. Department of the Army. Security forces fired rubber bullets and tear gas at anti-coup protesters in Myanmar on Tuesday as demonstrators around the country defied a military ban on rallies. As the assistant unit armorer, SPC Does' utilization and knowledge of weapon systems, night vision goggles (NVG), single key load (SKL), defense advanced global positioning system receiver (DAGR) and all corresponding components was indispensable. leadership checklist COVID-19 Mitigating Team Stress SHARE INFORMATION Sharing information establishes communication and trust with your team. Min Aung Hlaing is the leader of the coup He has received international condemnation and sanctions for his alleged role in the military's attacks on ethnic minorities. As a result, more than half of his team are currently enrolled in some type of advanced education. Military leadership is the process of influencing others to accomplish the mission by providing purpose, direction, and motivation. Coordinated plans for continued operations for 140 students and 25 faculty for the next 5 years to ensure project completion in an efficient and cost effective manner. Demanded the best training environment for soldiers; accepted. Accepted responsibility for slower turn-around time; researched causes, addressed shortfalls, and restored operations to predeployment production level. Mature leader. Performed leadership duties in a decisive and positive manner. His trust in his soldiers resulted in the most competent and fearless technicians in the unit. The basic responsibilities of a leader are: Accomplishment of the mission and the welfare of the soldiers. By ELRG | November 16, 2013 | 0. Also trained in law enforcement and defensive tactics. He instantaneously assumed the responsibility that was thrown at him and quickly called for CASEVAC. Provided mature leadership as the BN OPS NCOIC, while remaining flexible and mission focused during the rapidly changing requirements of a forward deployed Transportation Battalion. On one occasion, SFC Doe, who had less than 24 hrs to respond, was able to save a Soldier from eviction by finding monies to help the Soldier pay his rent. Performed leadership duties in a decisive and positive manner with exceptional results. Notice that the relational actions mentioned above: eating, drinking, selling and influencing are also occasional actions done outside of any role. Leaders that care enable our collective success through their social intellect. SFC Kierson served as Operations Sergeant at CENTCOM Forward-Jordan. If you got 'em, they can be shared by using the form below. Opponents of Myanmar's military coup called for more big protests on Wednesday to show that the army's assertion of widespread public support for overthrowing elected leader Aung San Suu Kyi and holding new elections was false. As MCP and CF-J COIC NCOIC, he provided assistance to the Battle Majors ensuring fluid operation within the two Command Posts, supervised information management of messages and orders, and monitored COIC Battle Drill program keeping 29 officers, NCOs, and DoD civilians proficient and current on staff operations, procedures, and ABC systems. The military, policing organizations, and first responders use this style of leadership so that all areas of the organization are consistent. Standards and professional competence generated immediate confidence and improved subordinate morale. We need more Leads examples. ADP 6-22, Army Leadership and the Profession, establishes and describes the Army Profession and the foundations of Army leadership, (outlines the echelons of leadership (direct, organizational, and strategic), and describes the attributes and core leader competencies expected of all leaders across all levels and cohorts. (2017). Very dependable, hard working NCO. Increased unit morale and benefited charity. Never above any task, he always led by example and provided the best training possible. Command is the authority a person in the military service lawfully exercises over subordinates by virtue of his rank and assignment or position. To contribute examples, please enter them below and click Submit. Per DA PAM 623-3, bullet comments: must be short, concise, and to the point. Loyalty - Bear true faith and allegiance to the U.S. Constitution, the Army, your unit and other soldiers. Contributions are moderated and will not show up until reviewed. Quietly does the right thing all the time. Examples of Followership and Leadership EPR Bullets. Volunteered to oversee unit participation in annual base fund raiser. Police in Myanmar shot rubber bullets at protesters and fired gunshots into the air today as crowds defied a military ban on rallies and took to … FAIL bullets go in CHARACTER, c. Bullets/Comments for outstanding APFT score or other positive fitness bullets will go in PRESENCE, d. SPC doe volunteered to assume the duties and responsibilities of the DET 1 CO B, 640th ASB unit Supply Sergeant, a duty and position normally held by a SSG/E6. His involvement with the troops was evident in his daily appearance, covered in dirt after a day's work. As JAG Section NCOIC, expedited citizenship applications resulting in 19 citizenship package submissions and eight soldiers within the Task Force receiving US citizenship while on deployment--a record! MSG Reynolds' emphasis on training and operational, administrative, and logistical readiness established him as the leading Operations NCO in the battalion. Management is always done with people, but leadership can be shown at a distance by outsiders. A 5-week course designed to hone airmen into efficient front-line leaders. Her active participation in the Joint environment advanced the interests of Army tactical planners. A self-starter, he completes many tasks before others realize that they need to be done. HELP! If you got 'em, they can be shared by using the form below. SGT Walker recognized the importance of continuing career progression for his Soldiers and for the Army mission and encouraged his subordinates to explore off-duty education options. Reduced training delinquency rate of his team by 25 percent. Directed unit and active duty Air Force personnel as team leader during UNITAS deployment greatly improving contingency knowledge; surpassed all expectations; hands-on leadership was the catalyst for the entire effort. with exceptional results. What efforts have you made towards readiness like DMOSQ, retention, and MRC? Three Pacific Network Managers of the Month, Two PNM of the Quarter, and One DISA NCO of the year! A true mission oriented leader. We all know what the Myanmar army is capable of: mass atrocities, killing of civilians, enforced disappearances, torture, and arbitrary arrests, among others,” said Tom Villarin, a board member of ASEAN Parliamentarians for Human Rights (APHR), urging the leaders of the the 10-member Association of Southeast Asian Nations (ASEAN) to use its leverage with the military leadership. Edited, contributed to Army Logistics and Deployment Standards Handbook, and Future Ops Planning and OTP Execution Plan, DR prioritization. Set leadership standard for peers; selected as platoon sergeant Provides one on one training to soldiers exhibiting difficulty learning Earned the Army Commendation Medal for … It is designed to assist and guide you when preparing the NCOER for you and your subordinates. Leads others, Builds trust, Extends influence beyond the chain of command, Leads by example, Communication, o ensured that eligible Soldiers received adequate training in submitting local travel vouchers for IDT travel reimbursement, o passed on experience during tank services to new Soldiers; met strict tank upgrade induction requirements on stringent timeline, o selected over 4 other SFC to serve as Rear Detachment SGM for holiday block leave, accomplished several critical taskings, o demonstrated a consistently calm and patient demeanor; an effective communicator, mentor and teacher, o willingly took on team automation and marketing duties knowing he would be sacrificing his own personal time, o empowered three subordinate Soldiers to take on greater roles within the section, increasing task understanding and proficiency throughout the section, o led flight operations planning and equipment preparation for battalion FTX, o led flight operations section through the 2018 ARMS in the absence of the section leader, scoring an overall 83%, improving from previous ARMS score, o developed and implemented a graduation ceremony resulting in battalion SOP emulated by 5 other phase II programs, o improved Medical Readiness for 58 trainees from 48% to 96%; highest obtainable compliance rate, o achieved 296 APFT score and maintained the Army Physical Fitness Badge of Excellence exemplifying total physical fitness, o led three sessions of Platoon level Combatives training; ensured all safety procedures were followed resulting in zero injuries, o created an environment that supports excellence; resulted in one Soldier recognized by the Battalion CSM for exemplary performance, o served above his pay grade as a Squad Leader in Bravo Section for a two month period with zero issues, o acted as the section SGT, a position normally filled by an E6, for over four months, o utilized natural leadership and communication abilities at every opportunity to foster growth in the Officers, NCOs, and Soldiers, o effectively built relationships and communicated training and events which increased participation more than 60%, o developed the company competition lanes model; improved esprit de corps and warrior tasks and battle drill proficiency, o led twelve Soldiers in artillery missions for two high visibility ceremonies for a one star general, o selected as the 1SFG LNO during Key Resolve exercise with the 19th ESC providing logistical sustainment analysis of the battlefield for SOF elements resupply routes, o researched, developed and implemented MOS-specific training exercises for his platoon; Soldier and NCOs improved the employment of all assigned equipment, o a mission focused NCO who influenced and motivated others to have the same intensity and motivation to accomplish CONUS and OCONUS SOF mission support, o aggressively promoted a mentorship program for the enlisted in his section, o assumed position as NCOIC; identified offensive behavior and guided members to understand its significance, o raised an inherited unsatisfactory supply section to a commendable rating within a month for the BN CIP, o delegated effectively and empowered subordinates; produced most effective and mature technicians in the bn, o took command of a failing station and led it from 50% accomplishment rate to over 100%, o inspired soldiers to perform beyond their expectations, o always showed a strong concern for soldiers and kept sergeants up to date and officers informed, o focused section training on retaining logistical lessons learned from deployment; expanded readiness, o encouraged numerous soldiers to complete their required NCOES courses, o made sound decisions and possessed the courage to take responsibility for his actions, o an excellent manager of personnel and resources, o took over detachment and immediately identified and corrected discipline problems; discharged one Soldier, restored morale, o boosted morale and shop effectiveness by maintaining a positive attitude and providing daily encouragement to NCOs, o effectively led and inspired sub-standard soldiers to willingly perform to Army standards, o natural leader; brought a group of individuals together and molded them into a cohesive and motivated team, o personally mentored eight NCO's to volunteer and submit recruiting packets, truly placing the mission first by supporting the Army's need to fill its ranks, o ensured 100% Soldiers in his platoon were enrolled and 91% completed their SSD 1 course to enhance Personal and Professional growth, o ensured individual deployment readiness by tracking training, administrative and medical requirements; deployed one NCO in support of Operation Atlantic Sentry, o consistently ensured platoon weapons, equipment, and vehicles were serviceable and mission ready, resulting in a 96% mission readiness during OEF XII-XIII, o led squad during route clearance in support of brigade retrograde; resulted in no IED-related casualties to supported unit and mission success, o tracked and supervised the administrative actions for 60 Soldiers, resolving all personnel issues and directly impacting the overall morale of the company, o committed to eliminating sexual harassment and assault; established a workplace that fosters dignity and respect for all members of the organization, o demonstrated exceptional leadership prowess; 5th SFG(a) Supply Support Activity finished runner-up for the USASOC Supply Excellence Award, o motivated his peers and subordinates to keep pushing during difficult movements over mountainous Afghanistan terrain ultimately leading to mission success, o performed exceptionally well under the pressures of combat and without supervision; guaranteed to accomplish any mission to a high standard, o focused leader; conducted pre and post mission debriefs for over 40 operations executed in Regional Command East and Regional Command North, o led all Soldiers within the Platoon to pass the Army Physical Fitness Test; only Platoon in the Battalion to complete the required task stated in AR 350-1, o volunteered to perform duties as the BDE BOSS representative; actively informing units and single Soldiers on upcoming events and programs, o encouraged his subordinates to reach their educational goals; resulted in one Soldier enrolled in college classes at Jefferson Community College, o provided the necessary leadership during daily operations of the S1 section, in the absence of the NCOIC, with no loss of office efficiency or customer service support, o extremely motivated NCO who genuinely cares for the health and welfare of his Soldiers; resulted in the successful retention of two solid Soldiers, o superior mind/attitude in team building enhanced the platoon's 26 Soldiers warrior ethos and Army motto, o provides outstanding leadership and guidance as Detachment Readiness NCO, o understood the socio-economic environment; convened a special council consisting of key junior NCOs to address and provide solutions affecting Soldiers' Families, o inculcates all Army team members with the Warrior Spirit; Soldiers, civilians, families and Army supervised contractors, o committed to seeing his section succeed in all missions by providing purpose, direction, and motivation to Soldiers, while completing 100% of all tasks, o experienced NCO whose technical and tactical knowledge proved invaluable on command maintenance for mission readiness, o sought perfection; constantly accomplished all duties with great accuracy and timeliness, o trusted by Soldiers and leaders for her integrity and commitment to excellence, o supervised and rehabilitated subordinate Soldier who was on the ABCP; resulted in the Soldier losing more than 5% body fat, and created lasting, life enhancing results, o supported the SHARP program by participating in a half marathon during SHARP awareness month; finished in the top 20%, o managed three Soldiers to complete mission requirements and taskings; which provided the utmost support to his chain of command, o consistently maintained communication with his team between Battle Assembly ensuring information was disseminated and that their well being was in good standing, o managed platoon C.R.E.W.
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